High-quality staff acquisition is vital to any organization or individual. Here are 5 quick and effective ways to identify good employees during the interview and probation process;

i. Type and scale of past achievements.

Whether personal, academic or auxiliary, past achievements give an inkling to the internal balance of a candidate. Professional achievements that are in line with the position applied to show the proven ability to accomplish the required goals. Personal achievements, such as marriage or children, give further inference as family-oriented types are statistically known to be more reliable than singles. Well-rounded achievements, such as sports or acting endeavors, imply a dynamic individual who is able to handle various tasks.

An achievement history will also make it easier to vet candidates from third parties such as previous employers and workmates.

ii. Candidate first impressions.

A desirable first impression can be used to root out the wheat from the chaff. A likable, genuine vibe, coupled with non-verbal cues such as direct eye contact and confident replies demonstrates honesty and self-confidence. This may also hint at other vital virtues such as problem-solving skills and determination.

Self-awareness can also be intuited from a first impression and may indicate that the candidate has the ability to play to their strengths and weaknesses. This way of evaluation needs caution as when overly trusted, it may leave room for high functioning frauds. Other virtues such as courtesy are a bonus because they help maintain work-place serenity.

iii. Candidate preparedness.

This is vital in both interviews and probation periods. Is the candidate ready with all the requisite documents? Are they punctual? Do they timely meet set deadlines? These are indicators of the level of preparation that they will carry forward into the workplace. Preparation directly influences efficiency which is vital to company operations. It is also an indicator of the level of dedication a candidate is willing to put into their output.

There are instances where candidate preparedness is a negative factor, especially where the interviewer is looking to put potential employees on the spot. High-pressure interviews identify off-the-cuff qualities necessary in a highly dynamic work environment such as live news presentation.

iv. Knowledge of the employer.

Whether an individual or an organization, the prospective employee should have a comprehensive understanding of the vision, goals, and operations of their prospective employer. This shows an interest in the firm beyond a pay check.

This directly affects vital traits such as motivation and passion. High scores in these areas are a prerequisite for optimal employee output and should be vetted from the start.

v. Openness to change and growth.

A prospective employees’ willingness to learn new things, augment current skills and adapt to new situations and work environments is vital. New positions may require travel, relocation, sector shifts or re-education.

A demonstrable willingness to change will enable a prospective employee to handle these curves in a more effective manner.

Quickly being able to determine the viability of a candidate saves on both time and resources. It streamlines workforce acquisition and raises the quality of take-on staff. This has a direct effect on output and can either raise or maintain bottom lines. These methods need to be tailored according to the field they are employed in.